5 Dumb Things Directors Say to Their Choirs (and Leaders Say to Their Teams)
By Hugh Ballou
The music director is a Transformational Leader. So is the organizational leader. Both roles depend on influence, clarity, and the ability to inspire excellence. Leaders influence others in three ways:
- Positively
- Negatively
- Neutrally
The choice is yours. Which do you choose?
Music directors have a limited amount of rehearsal time to shape a performance. Likewise, organizational leaders have finite opportunities—meetings, projects, conversations—to shape culture and results. Both are judged by outcomes: the performance on stage, or the performance of the team.
The skills of the conductor apply far beyond the music hall. When adapted, they become leadership practices that transform committees, nonprofits, and organizations into high-functioning ensembles.
1. “Circle the Note!”
Choir Context:
Telling singers to “circle the note” identifies a mistake but doesn’t provide the corrective action. Without specifics, singers return to the passage with uncertainty or anxiety. The better approach: teach them how to make clear, actionable markings so they know exactly how to correct the problem.
Organizational Parallel:
Leaders often say things like “Pay more attention next time” or “We need fewer mistakes.” These are vague instructions that leave team members unsure of how to improve. Instead, leaders should provide specific, actionable feedback—for example, “When sending the report, double-check the numbers against the spreadsheet before submitting.”
Bottom Line: Whether in choir rehearsal or staff meetings, specificity creates confidence and improvement. If you want specific results, give specific directives.
2. “Watch the Director!”
Choir Context:
Telling singers to “watch the director” is meaningless unless the director gives them a reason to look. The conductor must be clear, engaging, and intentional in gestures so singers see value in watching.
Organizational Parallel:
Leaders sometimes say, “Pay attention to me” or “You need to follow leadership.” But people will only “watch” if the leader models excellence and provides compelling direction. If team members are disengaged, the leader must ask: What am I doing to inspire attention and trust?
Bottom Line: Be the kind of leader people want to follow—whether you’re on the podium or at the head of the conference table. Engagement starts with you.
3. “Speak the Text”
Choir Context:
Telling singers to “speak the text” leads them into bad habits—using speech diction rather than singing diction. Robert Shaw’s technique of singing on one note or count-singing taught fundamentals without undermining the artistry.
Organizational Parallel:
In meetings, leaders often oversimplify: “Just go through it quickly” or “We’ll figure it out as we go.” That teaches teams to under-function. Instead, leaders should break down complex processes into smaller, rehearsable steps—practice fundamentals before expecting excellence.
Bottom Line: Both choirs and committees need structured preparation. Excellence in music and organizational life comes from rehearsing the fundamentals with discipline before attempting the finished product.
4. “You Are Singing Too Loud”
Choir Context:
Telling a singer “you’re too loud” doesn’t help. The correction must be specific: “Sing at piano here instead of forte.” The goal is not compliance but commitment—training singers to take ownership of the dynamics.
Organizational Parallel:
In organizations, a leader might say, “You’re dominating the discussion” or “Tone it down.” Without clear direction, that comment breeds frustration. Instead, leaders can guide: “Let’s hear from others before we return to your perspective” or “Please summarize your key point in one minute.”
Bottom Line: Build a culture of shared responsibility for excellence. Don’t just criticize—coach for the behavior you want to see.
5. “Why Did You Sing the Wrong Note?”
Choir Context:
Singers rarely make mistakes on purpose. Harsh blame only damages morale. Instead, leaders should give constructive guidance, such as playing the correct part so the singer hears the interval. Volunteers especially need encouragement, not ridicule.
Organizational Parallel:
In the workplace, a frustrated leader might snap, “Why did you mess that up?” This erodes trust. Instead, assume good intent and provide support: “Let’s review the process so you can see where it went off track.” Volunteers, staff, or board members show up because they care—help them succeed.
Bottom Line: Raise the bar with encouragement and clear coaching. When you nurture growth, you build both excellence and loyalty.
Final Reflection
Conductors and leaders alike shape culture every time they speak. Words can empower or discourage, clarify or confuse. Whether standing before a choir or leading a board meeting, transformational leaders know this:
- Specificity drives excellence.
- Inspiration creates engagement.
- Preparation builds confidence.
- Encouragement sustains commitment.
Your “ensemble”—whether singers, staff, or volunteers—will mirror your leadership. Rehearse for excellence, model what you expect, and the performance will follow.Copy here
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